Direct selling is at a serious inflection point. With the triple threat of inflation, post-pandemic malaise, and the invasion of Ukraine continuing to burden sales for industry leaders, companies must ask themselves: how have distributor and consumer desires, expectations, and behaviors changed? Many direct selling companies have made the mistake of focusing on their processes, operations, and business results without considering the psychologies and behaviors of distributors and end consumers.

What can direct selling companies today do to account for these changes? How should direct sellers evolve to compete in the New Economy of the 2020s? The answers to the questions are at once simpler and more complex than most people think.

1. Distributors Are Tired.

While direct selling is somewhat siloed off from the larger economy (due to the industry’s singular nature), still, it can’t help but be affected by some of the dominant trends in the workforce. Chief among them is the same sense of overwork that sparked, first, the Great Resignation, and second, “quiet quitting” in traditional organizations. 81%+ of the workforce as of last year felt overwhelmed, while threats of a recession looming will not have helped matters in 2023.

The story isn’t all that different in direct selling, where 2021, the latest year with conclusive data, showed a 5.2% decrease in direct selling distributors overall. At best, it seems that consultant turnover rates remained stagnant through 2022, with sales productivity not reaching the highs of the pandemic, when members of the field were stuck at home and more likely to spend more time on social business-building at a time when loneliness was rampant among older adults.

In addition, distributors have simple ways to earn money that in their eyes, might not require as much initial effort. They can sign up with a gig platform. They can create an eCommerce shop after registering with Etsy. They can find part-time or freelance work. How can direct selling persuade distributors to give it their “timeshare” in today’s marketplace? If the New Economy has been defined so far by trends like the Great Resignation and quiet quitting, direct selling decision-makers need a way around this.

Direct selling field operations cannot proceed as normal without enhancing reliability, capability, and ultimately sales performance at scale among field distributors. Leaders in field operations and sales must reconsider how they drive field efforts or risk further corporate downturns.

SOLUTION: Embrace digital transformation and the benefits of modern technology.

At a basic level, direct selling is at even more of a disadvantage than traditional companies here. Distributors are obviously not employees and cannot be compelled to perform or be productive. They must be subtly, continually persuaded to sell. And so the “tools” that direct sellers use to appeal to distributors take on outsize importance.

The “tools” that distributors have access to, the means by which they onboard, upskill, and sell to consumers, are the points of connection between the company and the distributor: they are the main hinge point that binds the company together with the individual. When distributors see the company’s tools as bare bones, their estimation of the company goes down. When distributors see the company’s tools as state-of-the-art, their estimation of the company goes up. We see this borne out at Rallyware, where we provide an all-in-one field Performance Enablement Platform for sales forces.

Last year direct selling companies, after adding “Incentives & Recognition” tools to their Distributor Experience (i.e., the set of tools the distributor has access to), saw a 3.4X average increase in user sessions, meaning that richer, smarter, more state-of-the-art tools–or points of connection–result in a more engaged, less “tired” field.

We’ll dive into this more later, because from this solution alone, it’s not clear what kinds of tools are useful for the New Economy.

2. Consumers Are More Cautious.

Today’s consumers have to navigate inflation, a more uncertain job market, and the pressures of interest rates, all at once. It makes sense, then, that consumer-facing industries like retail and direct selling have seen downturns even among leaders. Meanwhile, as of December 2022, consumer spending on services had jumped 8.7% year over year, reflecting a shift in priorities away from tangible goods.

So part of the reason why direct selling has seen flagging distributor enthusiasm is this–it’s just become harder to sell. It’s harder to get customers to part with their hard-earned money. This is particularly true in the wake of the pandemic, when many consumers were spending more freely and now are tightening their purse strings. How do direct sellers drive field sales performance and behaviors, and thus more revenue (as well as earnings for distributors themselves, encouraging them to stay in the field)?

Again, though this might seem to be a consumer-facing question, it really impacts field operations. A maximally empowered field will be able to convert more customers. Operations and sales leaders would do well to pay attention.

SOLUTION: Embrace digital technology that connects distributor activities to real, measurable sales results. and the achievement of distributor goals and corporate business outcomes, at every turn.

Many technological, distributor-facing platforms simply provide “onboarding tools” or “learning tools” to make these processes easier, “digitalizing” them. While such tools can be helpful, they do not quite meet the moment nor the market, which require field sales performance enablement at every turn. Largely, Rallyware’s “Performance Enablement” model of technology architecture has been built to address this reality.

Performance Enablement means that each action taken by a distributor gets leveraged intelligently by the platform to enable higher (sales) performance. Nothing happens in a vacuum. When the distributor gets recommended learning content, the platform intelligently calibrates the right content to company KPIs (does revenue need to rise? How about retention?) and the distributor’s self-defined goals and sales progress.

The result is not just a “learning journey.” It’s a business-building experience attuned to the shifting needs and goals of the distributor, with the aim of driving the sales performance and behaviors that will benefit her and the company. Learning becomes upskilling, the enhancement of field capabilities. What we see is knowledge for the sake of enablement.

The point here is that it’s not enough to digitalize field operations, but to digitally transform the field experience in a way that enables and prioritizes sales performance. This explains why we’ve calculated that direct selling companies on average +53% sales productivity growth via upskilling in the Performance Enablement model. Distributors become active salespersons, not just reps to be bought from.

3. Distributors Want Direct Selling Companies to Care About Them.

With a larger amount of direct selling companies competing for a smaller amount of distributors, organizations have to stand apart from the pack. Furthermore, consumers generally want brands to care about them, and there’s no reason why distributors shouldn’t feel this way as well: after all, logically speaking, they’re representing a brand, and they should feel connected to it. Distributors want a personalized experience with the direct selling brand they rep–that feeling of, “Oh, they know me.” Having this capability is at the very least a way for an organization to stand apart.

This is a tall ask at a time when companies are competing to see how much they can cut costs. Every week brings a fresh round of layoffs for major companies (Amazon, Meta, Disney, Lyft), and though that wave may not have hit direct selling yet, still there’s the imperative in an uncertain environment to slash expenses. Yet how can you invest in personalization and recognition for the field while trimming budgets?

Surprisingly, you can do both by digitally transforming field operations using the Performance Enablement model.

Solution: Embrace consolidation in digital transformation.

Tech consolidation helps you both cut expenses, by cutting out multiple vendors, and further personalize the distributor’s experience. At Rallyware, we’ve found that the Performance Enablement model for consolidating tech has borne fruit. Customers bring multiple tools under one umbrella, saving money and time spent on separate vendors.

At the same time, data from separate tools flow into the results and recommendations from the others. This leads to an optimally personalized experience, enabling the distributor for sales performance in the way that’s right for her. The business outcomes are significant and measurable. To be specific, on average, our internal research has found, direct sellers see 30.3% sales growth year-over-year when consolidating learning and rewards and recognition tools, versus customers who implement field enablement learning tools alone.

Further, as we discuss in our Performance Enablement Platform white paper, learning activities consolidated with business activities, smart notifications, and social features result in an average 38% increase in productivity.

Cutting costs while doing more with your technology sounds like a paradox, doesn’t it? It’s not, really. It’s simply what’s required to grow in, and transform field operations for, the distributor and consumer of the 2020s. And it’s what Performance Enablement technology is built to provide.

Finally, breakthrough technologies like an Artificial Intelligence (AI) Chat Agent will help the distributor feel a connection with the brand, the company, and its products. In essence, this Chat Agent, as developed and exclusively provided by Rallyware, uses the latest advances in natural language processing to deliver an AI-enabled smart assistant to the distributor, answering her queries and showing her not only answers, but sales aids and suggestions to help her sales performance. With an easy-to-use, mobile smart assistant, the distributor feels cared for. She also feels: this company is on the cutting edge of technology. She trusts them.

Rallyware invests in, and delivers, major leaps forward in direct selling technologies. We’re transforming direct selling today with the tools and products of tomorrow. Accelerate your digital transformation and clear the competition. Request your demonstration today.

The post Can Direct Selling Adapt? first appeared on Direct Selling News.

After clearing a plethora of challenges in the past few years, the direct selling industry emerges asking even more questions about what inspires people to interact with their brands. There’s a retooling underway that bends direct selling business models further and further toward a more customer-centric focus, and direct selling companies find themselves adapting to a new kind of customer. But it’s not just the customer who has changed.

The pandemic spurred an accelerated evolution within direct selling field organizations too. While plenty of traditional industry business builders are selling products and recruiting others to do the same, more companies have now expanded to include affiliate, tiered affiliate and brand partner programs. And the number of social media influencers in the mix could be endless.

The “field” simply isn’t what it used to be. No longer a generalized group of business builders, the direct selling field is more like a collective of wildly diverse motivations, intentions, needs and expectations. Figuring out how to effectively incentivize behavior and reward successful performance is a complicated challenge because this eclectic direct selling field is coming at it from multiple directions all at once.

Effective motivation depends a great deal on a direct selling company’s ability to suss out what people desire most, then adopt incentive and recognition strategies that reflect their differing goals for business builders, affiliates/brand partners and social media influencers, who all want different things. In essence, you need to make it personal. That requires a creative, tiered strategy unlike anything that’s come before.

“I really think as an industry and as a company, we’re still figuring this out. It’s new. We’re trying new things. It’s going to evolve as we go forward, as we have a better understanding of how these different distributor types, influencer types and affiliate types fit together within your program, within your compensation structure as well as the ways that you might recognize them,” Curtis Call, Xyngular’s Chief Sales Officer said.

Acknowledgment is a powerful recognition tool, and it’s one facet of an incentive and rewards strategy that doesn’t have to be complicated or a sweeping campaign to make people feel seen. Some of the things that have worked for decades in the direct selling industry continue to be powerful forms of recognition.

Personalized birthday wishes and thank you notes, free product and swag all have their place—especially when budgets aren’t plump. They go a long way in giving younger people, for instance, the frequent feedback they want. These short-term kudos don’t necessarily tie to a big red-carpet moment, rank advance or top-tier travel reward. Experiences like accepting a plaque on stage and earning that glamourous trip still hold sway with business builders, and cash bonuses certainly never go out of style.

“But at the same time, I think we need to continue to evolve and allow ourselves to be creative and ideate on new forms of recognition that are equally powerful, especially as we get into the younger generations joining the industry,” Call said.

Significant Circles of Influence

Direct selling companies have always sought to recruit people who possess significant circles of influence. With the rise of social media influencers, direct sellers would love to bring them into their teams or at least get them into their organizations to leverage that influence to help promote and move products.

But often, there’s a rub. Social media influencers don’t necessarily want to be viewed as network marketers or distributors. Sure, hybrid individuals exist and sometimes get involved in business-building opportunities, but most simply want to remain influencers. As Call said, they are happy to “plug in” and use their influence. They may love a company’s products, but also want to simultaneously promote another company’s products.

Expectations like these are shifting incentives and recognition strategies within the direct selling industry. Multi-level compensation plans—attractive to business builders—don’t fit the social media influencer, who may prefer a single-level, built-in monetary reward for sales they influence. Company swag, free products or exclusive offers for their peer or influence group can also work.

“You have to understand who’s building it as a business and who’s merely a great promoter of your products. I think today’s companies need both. I think you still need the builders. I think you still need to have a strategy to go after the influencers. But the influencers aren’t necessarily looking for the opportunity to come to your event and walk across your stage, hold a title and a rank with the company,” Call said.

Getting Personal

The industry norm—a tiered, business-builder inspired incentive and recognition strategy—is evolving and getting increasingly complex with the introduction of these new players. But running parallel and growing more powerful in the post-pandemic era is the notion that the reward itself needs to really mean something to the recipient.

“The future of incentives for any consumer brand is how to get more personal with the behavior you’re trying to drive. Why would they care about doing this or care about the reward itself?” explained Kevin Yip, President and Co-Founder of Blueboard, a San Francisco-based experiential rewards and incentive platform.

Nearly ten years ago, Yip was an accountant at a Fortune 500 firm. He’d just wrapped a two-month-long project requiring 400+ hours of unpaid overtime. Grueling—and it took its toll: 20 pounds overweight, stressed and anxious, Yip was labeled a “top performer.” That’s when a well-meaning manager dropped a $200 gift card on his desk, and Yip’s world changed. It was easy math. His reward: roughly 50 cents per hour.

“You know when you put that much energy into something and you’re that burned out, it was the straw that broke the camel’s back. I felt it was incredibly impersonal. It felt like a slap in the face. I felt really undervalued. I was really frustrated,” Yip remembered.

That company spends millions of dollars annually on recognitions, but in the moment, Yip said, “All that hard work and good intention fell flat in that final mile.”

What if, instead, that manager offered up a short-term membership to the gym around the corner? Yip loved boxing and would relish getting back in shape. Perhaps a classy, Michelin-star dinner date since he’d been unable to spend quality time with his girlfriend as the hours piled on?

“Same cost—but imagine how much more personal and thoughtful that would’ve been for me as an employee,” Yip said.

Together, Yip and his longtime friend and fellow “top performer” Taylor Smith recalled the countless Starbucks and AmEx gift cards tossed on their desks as rewards. Were they a magical motivating factor? Not in the least. So, they set about helping companies figure out a better way and co-founded Blueboard in 2014.

Blueboard’s client base runs the gamut from direct selling organizations to some of the world’s largest tech companies, elevator manufacturers, The Shake Shack and Chick-fil-A. After a company does the introspective work necessary to identify the behaviors they want to incentivize and recognize, Blueboard shows up with a portfolio of experiences aimed at personally rewarding recipients. Then they partner with the client to launch a campaign that drives the desired outcome.

Often, they work to elevate sales and reward top performers. But campaigns can be behavioral driven too—incentivizing people to adopt a new way of doing something. For instance, one organization discovered through a deep data dive that they won 50 percent of face-to-face customer meetings, but only 10 percent when no one showed up in person. “So, we incentivized them getting an in-person meeting because that tilts the advantage,” Yip said.

Nearly $100 billion is spent on non-cash incentives and rewards in the United States, Yip said. While there’s a travel component to that figure, much of that money goes toward gift cards, plaques, swag, electronics and merchandise. And today, a recognition strategy centered this way feels more than a little antiquated and out of touch.

“Folks aren’t going to say no to another iPad or Apple Watch, but it’s probably the fifth or sixth one they’ve received. You spend $500,000. Are they working harder because of it? Are they more loyal because of it? Are they talking about it?” Yip asked. “Probably not.”

Direct selling, as an industry, has engineered that top-rank reward—leasing an entire cruise ship or jetting people off to a private island—to a tee. But what Yip hears over and over from those ultra-top performers is that these trips still feel like work. “It’s less personally valuable. It’s more socially valuable…But it doesn’t feel like a chance to unplug,” he said.

Blueboard helps direct selling companies figure out how to reward their top people with something they want to do with their families and their friends, not a trip they take to inspire the top five people in their downline or network with other top performers. While those events are essential to business success, a real reward for top field leaders would be true downtime doing something that creates memories to last a lifetime.

That could be anything from an Italian cooking class with your team to a three-month, once-a-week Spanish language course; hiking Machu Picchu; or beach time on a white sand beach in the Bahamas with the family.

“One of the things we believe is experiences are universal, but preferences are different. So, we want to help deliver this idea of quality time to these people getting rewards,” Yip said.

Sometimes people want the ability to decide for themselves what their recognition is, Call said. And that’s why monetary rewards work.

It’s also why Blueboard’s concept is so appealing. Companies set the parameters for the reward experience and recipients get to choose. Sending someone on a trip is far different than helping them recreate their honeymoon. That’s the personal touch, and that’s something direct selling companies can deliver.

From the April 2023 issue of Direct Selling News magazine.

The post Make It Personal first appeared on Direct Selling News.

As much as the direct selling industry is in a state of change, some things are truly timeless. The importance of gathering in person is an integral part of the culture of practically every company in the channel. Making sure your event—whether it is an exotic incentive trip, regional conference or global convention—runs smoothly and creates indelible memories should be a top priority.

Once your company decides to launch your next event, a site visit can be a very helpful next step in the event planning process. A site visit not only allows you to choose the best location for the trip but also to find the right hotel to meet the demographic needs of your attendees.

Timing and Value

Depending on the timing of your event, this process can be done in one visit. Quite often in the direct sales industry, companies will decide on a location and hotel before even visiting—which is fine as long as you are working with an experienced incentive travel and event company that has actually been there and understands the wants and needs of your company and can help you navigate the inevitable bumps in the road you will encounter. If you are planning to go for a follow-up visit after the hotel contract is signed, make sure you include as least three free nights in the negotiation for that final site visit.

Four Important “Do”s for Your Site Visit

1/ Spend at least one night in each of your top choice hotels.

You will get a much better feel for the overall hotel experience as a guest than you would on a daytime walk through.

2/ Do a detailed walk through.

Include each potential event venue, your meeting agenda and on-site activities. This is the perfect time to run a test trial of your event.

3/ Look into off-site venues for an exclusive VIP dinner.

The right location is key for a successful VIP dinner, so spend time checking out several options, testing their menus, listening to musicians and meeting with the decor team.

4/ Trial the entire incentive trip from start to finish.

If golf is important for this trip, test out the transfer to the course, the greeting, club rentals and cart setup. If you are planning a dine-around, test the food quality and service at each of the restaurants. The more partners and vendors you are able to meet while in town, the better you are in the long run. A thorough site visit to trial an upcoming event can take 3-4 days to narrow down what feels right for your group. You’ll know it when you experience it—trust your gut!

Limit the Surprises

The value and prestige of incentive trips can’t be underestimated—your distributors work hard to earn it and understandably have high expectations for a one-of-a-kind experience. One of the most important things about planning and executing a successful incentive trip is mitigating potential surprises. A detailed and thorough site visit is your best bet to crafting a memorable event for you and for your distributors. Be fully prepared by walking through the entire trip to know where problems could arise and put a plan in place to solve them.

What is a FAM Trip?

A FAM trip stands for “familiarization trip” and is a benefit of being in the direct sales industry. FAMs are sponsored by travel suppliers, hotels, cruise lines, resorts, third-party travel companies and tourism boards. FAM trips are exclusive experiential trips for direct sales executives, incentive travel, conference or conventions decision makers, directors of events, event personnel and third-party travel companies.

Familiarization Trips are the best way to confidently determine the optimal location for your big event—nothing compares to actually experiencing the destination and resorts firsthand. Essentially a FAM trip takes you backstage to experience a location in hopes you return with your company travel incentive, conference or convention. A personal experience is better than any review you could ever read. Experience it, then book it.

Travel Like A Pro: The “Do”s and “Don’t”s of FAM Trips

Have a good time but remember what you’re there for.

Know as much as possible about the location and hotel products ahead of time. That way, it will make more sense and mean more when you experience it. Plus, you’ll be able to get additional information that could be valuable to you or your future event.

Arrive a few minutes early.

Punctuality is important so no other FAM attendees are waiting for you. In your room, requests or complaints about air conditioning, plumbing, etc., should be directed to the appropriate personnel in a diplomatic way, respecting the partnership between you and FAM sponsors.

Use good sense with the people you meet.

You can tell people that you’re a part of the travel industry—but don’t let other guests know that you’re on a FAM trip. Be sociable but always use discretion.

Engage in the kind of travel experience that your attendees will experience.

Get an education but think from the standpoint of your potential event attendees.

Take the time to say “thank you.”

Everyone appreciates gratitude when they’ve gone out of their way. Rarely will things be 100 percent to your liking, but it has still been a new travel experience for you. Remember to acknowledge the vendor’s generosity through a verbal “thank you” to staff and crew who have served you well. Don’t forget to thank your housekeeping staff with tips.

Philip Cochrane has been in the direct selling industry for over 20 years and is the Co-Founder and President of iCentiviz. iCentiviz delivers over 100 years of combined industry experiences with a deep-rooted passion in assisting and supporting direct selling companies’ growth through their travel incentives, conferences and conventions.

The post The Importance of a Site Visit first appeared on Direct Selling News.

How can we show distributors that they are valued and appreciated? How can direct selling companies motivate and engage their distributors, offering a personalized and tailored approach to helping them reach their goals? How can they effectively guide them along the pathway to success as they build and grow their businesses? 

Enter: incentives and recognition – solutions that recognize and reward effective day-to-day actions, taking note of the impact that each individual has in contributing towards goal progression and a company’s growth. 

The COVID-19 pandemic presented an opportunity for distributors to embrace new ways of working – to harness new and existing technologies, adopt new mindsets and think outside the box. Recent research from Rallyware found that, during the COVID-19 pandemic, distributors and leaders have taken this as an opportunity to focus on enhancing distributed workforce training. The research revealed that sales force training numbers are on the rise, finding that in March of 2020, a 22% increase in new learning and engagement content was available to team members than had been offered in previous months.

Now is the time to stop and consider: what are some new and innovative ways to connect entrepreneurial training with the personal goals and motivations of the sales field and provide them with an outstanding experience? What are some ways to go above and beyond, to help them reach their goals and ultimate business success? Here is where the power of incentives and recognition programs come into play.  

4 reasons why you should consider implementing a smart incentives and recognition program in 2022:

1. Provide a visual roadmap to success for each distributor

As a distributor, where am I standing in terms of achieving my goals? In terms of my peers? An incentives and recognition solution answers these and other key questions. Armed with personalized dashboards and leaderboards, individuals can easily track their performance. How many new connections have they made so far this month? How many emails have they sent? If a distributor has a monthly goal of connecting with 100 people via Facebook and they have already connected with 75, for instance, their dashboard would show that they are 75% of their way towards completion. There’s only that 25% push needed for the distributor to reach their goal … what are they waiting for? 
There is a strong correlation between heightened distributor activity and increases in sales – Rallyware’s recent analysis examined users’ behavior and interactions with an incentives and recognition platform. Comparing those who simply registered on the platform and no longer interacted with it, versus the more active users who were highly engaged with the platform, the sales of the latter were, on average, 2.1 times higher.

This was also found to be true for users who even simply interacted with the platform passively, using it as an information panel presenting their progress, goals and achievements. These findings demonstrate the power of a visual roadmap – even by visiting and viewing their individual progress and how far along each distributor is in reaching her or his goals helps to drive sales productivity at scale. 

2. Personalize what motivates each distributor

Based on Rallyware’s experience, the ideal technique is to harness a data-driven analytical approach, keeping track of working behaviors, daily activities, and performance results. Use data to design personalized journeys that help each member of the distributed workforce progress toward their goals, with a personalized set of activities triggered for each individual, who are provided with smart notifications to complete various tasks. 

Rallyware’s analysis found that the more smart notifications that were opened, the higher tasks completions were for these users. ‘Tasks’ are suggested micro-activities related to how distributors can reach their goals. For instance, based on their goal to expand their Facebook network, a distributor is provided with daily reminders to send out connection requests. Having this virtual ‘tap on the shoulder’ to complete tasks that are in line with their goals proves to be beneficial, to both the distributor and the overall companies’ sales results. Additionally, as noted previously, the analysis revealed that task completions are directly correlated to sales growth. 

Personalizing the business growth roadmap allows individuals to remain connected to their goals, and helps business leaders better support and empower each individual member of their team at scale. This information can then be used to help them flourish.     

3. Align your distributors around your brand values (networking and community)

Dispersed across borders and time zones, how can distributors better connect, learn from one another and network? Incentives and recognition programs allow for communities to be built, based on regions, interests, product lines and more, where each individual can belong to multiple communities for a segmented experience, relevant specific to them. Imagine: as a new distributor, John has no background in the direct selling industry. As part of an incentives and recognition program, he can engage in some friendly competition with his team members, and win some fun prizes. He is also part of different communities – with others nearby him in the New York area, and others that are new to the company like him.  

4. Continuously incentivize the right behaviors 

Boosting distributor engagement to drive performance is the ultimate goal for each direct selling company, and what better way to encourage engagement if perks and prizes are on offer? Distributors earn points for each activity they complete, and, based on their accomplishments, partake in peer-to-peer and team competitions. When distributors achieve significant milestones, these accomplishments are praised with virtual and/or real rewards and recognition. Companies should develop incentives and recognition programs in such a way that each activity delivered to a distributor is aligned with the overall business objectives. Hence, smart incentives and recognition programs drive desired distributor behaviors.

On his personalized leaderboard, for example, John sees there is a pair of hockey tickets to be won (and he is a big hockey fan). He is currently in third place to win this prize, and has made 27 out of 40 of his targeted sales for the month. Sandra and Peter are currently ahead of him. Will John work harder in hopes to win the tickets? Most likely. Let’s all cheer for John and his team this year while we see the direct selling industry going through digital transformation and adopting the most efficient and innovative tools and technologies.  

All of these best practices have already been implemented in the recently released Rallyware Incentives and Recognition Suite. With the advancements in the Suite, Rallyware’s customers are anticipating 2X growth in retention. Such an innovative solution has been demanded by industry players in order to drive desired distributor behaviors. Learn more about the power and impact of a personalized I&R Suite! Schedule a demo to see Rallyware’s solution in action.

The post How Smart Incentives and Recognition Programs Empower Distributors first appeared on Direct Selling News.